Summary of Progress. Summary of the progress of the Project for that month which shall detail:
Summary of Progress summary of operating and financial results for that quarter and explanations of any major variation between actual and projected results;
Summary of Progress summary of the progress of the Project having following details:
Summary of Progress summary of operating and financial results. This would also include information about the various courses and the number of Trainees/ Students, which have been enrolled. The Concessioning Authority reserves the right to get the details verified through its own or nominated personnel at its own expense, as and when it deems it appropriate.
Summary of Progress. District Early Success Assessments indicate fewer number of grade 1 students and fewer grade 1 & 2 Aboriginal students at risk • Primary Reading As- sessments indicate students fully meeting or exceeding has in- creased over three years. • Data indicates female students are close to meeting target while male students and Aboriginal learners are not • Decrease percentage of students at risk to 15% or less within three years. Jun- 07 Jun- 08 Jun- 09 District Primary Reading Assessment (based on BC Performance Standards % fully meeting, & exceeding) 80% 70% 60% 50% 40% 30% 20% 10% All St udent s Aboriginal All St udent s Aboriginal All St udent s Aboriginal Grade 1Reading Grade 2 Reading Grade 3 Reading 2006 2007 2008 2009 Performance Target • 75% or more of all grade 1-3 students will fully meet or exceed expectations in reading within three years. • 50% or more of all grade 1-3 Aboriginal students will fully meet or exceed expectations in reading within three years. (more details in appendix) Objective 1: Improve student literacy skills (K-12) with a focus on reading achievement. Performance Indicators • DART Reading Assess- ments grade 3 - 9 • FSA reading comprehen- sion grade 4 & 7 Performance Target DART (Snapshot Assessment of Reading Data - % fully meeting & exceeding) 2007 2008 2009* • 70% or more of all grade 3-9 students fully meeting or ex- ceeding expectations within three years. • 50% or more of all grade 3-9 Aboriginal students fully meet- ing or exceeding expectations within three years. 2007 2008 2009* Summary of Progress • Noticeable gains noted in Grade 7-9 DART for Aboriginal and all stu- dents over last 4 years. • Need to further explore inconsistencies of our DART Assessment (i.e., administration and data collection practices, participation rates. 70% 60% 50% 40% 30% 20% 10% 70% 60% 50% 40% 30% 20% 10% 0% All Students Abor Xx xxx 7 All Students Abor Xx xxx 8 All Students Abor Xx xxx 9 0% All St udent s Abor All St udent s Abor All St udent s Abor All St udent s Abor * Participation rates for 2009 showed significant improvement over 3 years. Grade 3 Grade 4 Grade 5 Grade 6 Grade 4 FSA Reading Grade 7 FSA Reading 80% 70% 60% 50% 40% 30% 2004 2005 2006 2007 2008* 2009 80% 70% 60% 50% 40% 30% 2004 2005 2006 2007 2008* 2009 Performance Target • 70% or more of students meeting or exceeding expectations within three years. (more details in appendix) NOTE: new baseline for FSA 2008 All Students Aboriginal Objective 1: Improve student literacy ski...
Summary of Progress. Current Month ‑‑ A synopsis of the Project progress completed as of the current month. Reporting format shall be based on completion of Milestones and other critical path activities, and construction, engineering, procurement (issuance of purchase orders), shipment of materials and equipment to the Job Site, manpower loading (including actual versus planned), status of Contractor acquired permits or regulatory approvals, status of material and equipment in storage, training and start‑up. Next Month ‑‑ The expected progress for the Project in the next thirty days shall be provided in outline form based on engineering, procurement, shipment, construction and equipment installation and commissioning.
Summary of Progress. FY2013 was an extremely successful and active year for the GWASH Project, both in terms of hardware and software provided to beneficiary communities. We continued to build on the gains we made in FY2012, and the GWASH Project team continued to evolve; experienced managers, technical officers and administrative support staff took on new responsibilities and activities to complement the team in the field. We made strong gains in our hybridized low‐subsidy approach, using the tenets of Community‐ Led Total Sanitation to increase demand for sanitation solutions in rural areas. We also continued to tackle the sustainability side of the project by reaching out to tens of thousands of beneficiaries (both adults and schoolchildren) to encourage them to take responsibility for their sanitation needs into their own hands. Through our partnership with the US Peace Corps Volunteers (PCV), we maintained our permanent field presence in rural communities, although we saw a reduction in the number of our seconded volunteeers. That said, we expanded our partnership with the PCVs through our Community‐ Led Total Sanitation (CLTS) and Small Grant Facility endeavors. Our success in meeting the targets of our accelerated construction calendar from the previous year (FY2012) was critical to pivoting us toward our next step in the project. This year, we were able to focus our attention on our new initiatives, namely, manual drilling and borehole repairs, CLTS and household latrine building, using behavior change communications (BCC) as a mechanism to drive community ownership and responsibility, with the goal of rendering the entirety of the facilities we provide more sustainable, pushing forward the open defecation free (ODF) certification process for project communities, continued Public‐Private Partnership (PPP) collaboration, and expanding our impacts through the Small Grants Facility. It can be said that the GWASH Project was largely successful in achieving most all of its deliverables during FY2013 to enable institutional and community facilities to be constructed, new initiatives launched, and new local capacities supported, placing the project on a solid path for the final six months.
Summary of Progress. Provide a comprehensive summary of project activities that have been accomplished as of the end of the reporting period. Please describe any progress towards project deliverables, as well as any factors that may have had an adverse effect on the project or slowed progress on expected performance. Briefly address project plans for the coming year including what steps will be taken to ensure performance within agreed-upon timelines. Attach additional pages if needed. Percentage Completion of Project: % What project activities have been completed as of the end of the reporting period, and which would not have occurred if not for WEDC assistance? What contract deliverables were completed during the reporting period? (Please provide an explanation for any deliverables that were not met) What actions are being taken within the next year to ensure contractual performance? GENERAL CERTIFICATIONS No WEDC funds were utilized to outsource jobs from the state of Wisconsin. Agree Disagree (attach an explanation) PRINCIPAL/PROJECT DIRECTOR AFFIDAVIT As the authorized representative for this project, I hereby attest and certify that the information provided in this report is true and correct to the best of my knowledge. rptid: (SIGNATURE) (PRINT NAME) (EMAIL ADDRESS) WEDC Review
Summary of Progress. The Ghana WASH Project had set aggressive targets for the second year of operations via the Year 2 work plan. The intention was to attempt to catch up on all hardware and software deliverables during the second year so that on October 1, 2011, the project would be where it should be in terms of meeting the five objectives outlined above. While the Ghana WASH Project has made significant strides in positioning the project to catch up on most deliverables by the end of the next dry season (end of FY2012 quarter three), catching up by the end of Year two Ghana WASH Project Field Staff interact with school children during a SHEP activity ended up being problematic. That said, we have plans in place to complete all life-of-project (LOP) institutional and community infrastructure activities1 before the end of the third year of the project. Because of the mid-reporting year arrival of the new COP and the large number of preliminary steps that needed to be resolved to enable the Ghana WASH Project to be poised to catch up with respect to its hardware deliverables (not to mention the rainy season construction challenges), this report will detail both the total number of completed facilities as well as track the number of facilities at various stages of completion. A projection is also provided on where we intend to be on December 31, 2011. In most cases, we are about six weeks away from reporting significant deliverables as to water and sanitation facilities across the five regions of the country.
Summary of Progress. FY2012 was the most active year of the Ghana WASH Project, both in terms of hardware and software provided to beneficiary communities. GWASH continued to evolve, adding experienced managers, technical officers and administrative support staff to complement the team already on the ground. We shifted from a high-subsidy household latrine provision approach to a hybridized low-subsidy approach that used the tenets of Community Led Total Sanitation to increase demand for sanitation solutions in rural areas. We also tackled challenges on the sustainability side of the project, reaching out to tens of thousands of beneficiaries (both adults and school children) to encourage them to take responsibility for their own sanitation needs. Also, we dramatically expanded our permanent field presence with an extensive collaboration with US Peace Corps Health Volunteers, having seven PCVs seconded directly to our project, and reaching out to an additional 20 PCVs with CLTS and Small Grant Facility endeavors. All of these changes were part of an 18 month plan to get the project caught up on all institutional and community facilities, with the idea being that an accelerated construction calendar would allow the project to pivot to more innovative activities during the fourth year of the project. (Specifically, the focus of year four would be CLTS and HHL building, continued PPP collaboration, new initiatives such as manual drilling and borehole repair initiatives, and using BCC as a mechanism to render the facilities provided more sustainable). September 2012 served as the final month of that 18 month plan and, as a result, it is essential that we take a critical look at the progress that has been made, and the activities which remain: Community Facility LOP Target Completed to Date Balance Institutional KVIP, WC 110 110 0 Hand Dug Xxxxx 33 33 0 Small Town Pipe Systems 2 0 2 Rainwater Harvesting Systems 32 31 1 Boreholes 75 61 14 As of the reporting period, we have largely accomplished the objective of completing the institutional and community facilities by the start of the fourth year of the project. The most notable exception is borehole provision. That said, of the 12 that are pending completion, all only require the installation of a concrete pad and pump, or an iron removal plant prior to hand over. Eight others were not yet bid out on contract, as they were intended to be fulfilled via the borehole repair component in the final year of the project. Therefore, it can ...
